Study "Customer Advisory Boards"
Upcoming SlideShare
Loading in...5
×
 

Study "Customer Advisory Boards"

on

  • 1,283 views

 

Statistics

Views

Total Views
1,283
Slideshare-icon Views on SlideShare
1,283
Embed Views
0

Actions

Likes
0
Downloads
27
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Study "Customer Advisory Boards" Study "Customer Advisory Boards" Presentation Transcript

    • CUSTOMER ADVISORY BOARDA Strategic Instrument forCorporate Development. 1
    • Methodology Collaborative study of Musiol Munzinger Sasserath, Postbank and F.A.Z.-Institut. 30 interviews with executives of companies with and without Customer Advisory Board, interviews with members of Customer Advisory Board (March to May 2011). Representative CATI-survey of the German-speaking population older than18 years (n = 1002) conducted by Forsa in April 2011. Survey with „non-applicants“ to the Postbank Customer Advisory Board (n = 100) conducted by TNS Infratest in March and April 2011 enriched with data analysis of written applications for the Customer Advisory Board (n=1.833) and phone interviews (n=276). Plus additional articles and Best Practice. 2
    • Overview1.  The Benefit – Transformation: Customer Advisory Boards can contribute to the transformation of a company by increasing customer centricity and improving products and services.2.  The Opportunity – Reputation: As the institution is still in its infancy, establishing a Customer Advisory Board can help to improve a company’s reputation.3.  The Relevance – Customer Advisory Boards make sense: The majority of the population is convinced that Customer Advisory Boards make sense.4.  The People – Motivated, informed and positive: Candidates for Customer Advisory Boards are generally well informed and have a positive attitude towards the company.5.  The Basics – Building blocs and requirements. 3
    • 1. The Benefit – Transformation. 4
    • Different focus – depending on type of company –but common overall objective: Transformation. Customer (mobile) Ex- Service Change Centricity Monopolists Companies Tangible Co-operation Relationship Specialists Companies 5
    • The transformation can includeinternal an external aspects. Transformation: Reputation: Optimizing the Change of perception by organization, products and establishing CAB as a services, corporate internal external platform for reputation and development a direct link to management Optimization, Innovation Reputation & Co-Creation Issues Management & Understanding Customers Agenda Setting Cultural Change Advocacy 6
    • The Customer Advisory Board as part of generalas well as specific transformation processes. “We would like to develop a “The Customer Advisory new business segment Board is part of our Change- with the help of our Management Program.” Customer Advisory Board.” “Without our customers’ advice we wouldn’t be able to enhance our service.”Source: Interviews conducted for "Customer Advisory Board – A strategic instrument for corporate development" 7
    • The Customer Advisory Board as a platform fordialogue with “real” customers. “They’re not a paid panel with random participants, but real customer with self- “Board members are interests.” personalities, not just ‘study objects’ as in market research. Encounters take place on the same level.“Source: Interviews conducted for "Customer Advisory Board – A strategic instrument for corporate development" 8
    • The Customer Advisory Board as acatalyst for cultural change. “We think more customer-centric since “The Customer Advisory we have a Customer Board is good for our Advisory Board.” corporate culture.”Source: Interviews conducted for "Customer Advisory Board – A strategic instrument for corporate development" 9
    • 2. The Opportunity – Reputation. 10
    • The signal effect has an impact. „Our Customer Advisory Board-initiative shows: We‘re an open company and a „The Customer Advisory pioneer in our industry.“ Board does not result in higher sales, but it’s a signal.“Source: Interviews conducted for "Customer Advisory Board – A strategic instrument for corporate development" 11
    • However, the Customer Advisory Boardshould not be overly marketed. „Sensibility is crucial.“ „The Customer Advisory Board is not a PR-instrument. This is why it only has a very basic website.“Source: Interviews conducted for "Customer Advisory Board – A strategic instrument for corporate development" 12
    • 3. The Relevance – CustomerAdvisory Boards make sense. 13
    • Customer Advisory Boards arenot yet widely known. 20% „Have heard of the 75% term, but do not exactly know what it „Never heard of it.“ means.“ 4% „Know exactly, what it is.“Source: "Customer Advisory Board – A strategic instrument for corporate development”, Musiol Munzinger Sasserath, F.A.Z-Institut and Postbank, May 2011;representative CATI-survey, n = 1.002, forsa; Question: „Do you know exactly, what a Customer Advisory Board is, have you heard the term, but do not exactlyknow what it means, or have you never heard of it?“ 1% don’t know/ no answer 14
    • But if the concept is explained … „A Customer Advisory Board consists of several customers of a company, who can make suggestions regarding the products and services of the company. In return for their efforts, they receive a small compensation. However, it is up to the company to decide whether or not it will consider and implement the suggestions of the Board.“Source: "Customer Advisory Board – A strategic instrument for corporate development”, Musiol Munzinger Sasserath, F.A.Z-Institut and Postbank, May 2011;representative CATI-survey, n = 1.002, forsa 15
    • … the majority is convinced that CustomerAdvisory Boards make sense. 23% 58% „they don’t make „they make a lot of a lot of sense“ sense“ and „they make sense“ 17% „they make no sense at all“Source: "Customer Advisory Board – A strategic instrument for corporate development”, Musiol Munzinger Sasserath, F.A.Z-Institut and Postbank, May 2011;representative CATI-survey, n = 1.002, forsa; Question: „Do Customer Advisory Boards makes sense in your opinion“ 3% don’t know / no answer 16
    • 4. The People – Motivated,informed and positive. 17
    • Who wants to be part of a CustomerAdvisory Board?Who doesn‘t? Any why not? 18
    • Satisfied customers would like to get involvedin a Customer Advisory Board. 3% 3% 29% 49% 69% 49%RTHER FOR FU DE TAILS P LEASE CONTA CT USSource: "Customer Advisory Board – A strategic instrument for corporate development”, Musiol Munzinger Sasserath, F.A.Z-Institut and Postbank, May 2011;Survey with „Non-Applicants“ to the Postbank Customer Advisory Board (n = 100) in March and April 2011 by TNS Infratest enrichedwith data analysis of writtenapplications for the Customer Advisory Board (n=1.833) and phone interviews (n=276) 19
    • Customers with a positive attitudetowards the company. 4% 14% 23% 34% 73% 52% FOR FU RTHER DETAIL S PLEA CONTA SE CT USSource: "Customer Advisory Board – A strategic instrument for corporate development”, Musiol Munzinger Sasserath, F.A.Z-Institut and Postbank, May 2011;Survey with „Non-Applicants“ to the Postbank Customer Advisory Board (n = 100) in March and April 2011 by TNS Infratest enrichedwith data analysis of writtenapplications for the Customer Advisory Board (n=1.833) and phone interviews (n=276) 20
    • What are the reasons against participating in aCustomer Advisory Board? Mainly personal issues. 3% 18% „no interest“ 36% „unwilling to participate“ 8% „no time“ „job“ 8% 9% FOR FU 6% „age“ RTHER „lack of personal DETAIL S PLEA competence“ CONTA SE CT US „family“ 2% 4% „little influence of CAB“ „health“Source: "Customer Advisory Board – A strategic instrument for corporate development”, Musiol Munzinger Sasserath, F.A.Z-Institut and Postbank, May 2011;Survey with „Non-Applicants“ to the Postbank Customer Advisory Board (n = 100) in March and April 2011 by TNS Infratest 21
    • 5. The Basics – Building blocsand requirements. 22
    • For further information on building blocks andrequirements for a Customer Advisory Board …… order the full report: … contact us: Nina Reicke Partner T +49 30.7790777-82 nr@musiolmunzingersasserath.com Musiol Munzinger Sasserath Gesellschaft für umsetzungsorientierte Markenberatung und Markenentwicklung mbH Rosenstraße 18 D-10178 Berlin (only available in German) T +49 30.7790777-70 F +49 30.7790777-99faz-institut.de facebook.com/MusiolMunzingerSasserath 23
    • „Is there anything better for engaging customers in a dialogue than a Board?“ „I would like to be part of it for a long time.“Source: Interviews conducted for "Customer Advisory Board – A strategic instrument for corporate development" 24
    • Gesellschaft für umsetzungsorientierte Markenberatungund Markenentwicklung mbHRosenstraße 18D-10178 BerlinT +49 30.7790777-70F +49 30.7790777-99hello@musiolmunzingersasserath.comwww.musiolmunzingersasserath.comJede Verwertung der von Musiol Munzinger Sasserath Gesellschaft für umsetzungsorientierte Markenberatung und Markenentwicklung mbH erbrachten Präsentationsleistungen istohne vorherige schriftliche Zustimmung des Unternehmens unzulässig. Dies gilt auch und gerade für Leistungen von Musiol Munzinger Sasserath, die nicht Gegenstand besonderergesetzlicher Rechte, insbesondere des Urheberrechts sind.